11th Annual Report For the year ending 30th June, 2012 Contents

Page

Disclosure Index…………………………………………………………..………………. 2

History……………………………………………………………………………………. 3

Responsible Bodies Declaration…………………………………….……………………. 4

Attestations……………………………………………………………………………….. 4

Objectives, Functions, Powers and Duties………………………………………………... 5

Our Vision and Strategic Objectives……..………………………………………………. 6

Nature and Range of Services Provided……………………………………...…………… 7

Organisational Structure………………………………………………………………….. 8

Risk Management & Sustainabilty……………………………………………………….. 9

Service Performance………………………………………………………………………. 10

Financials in Brief………………………………………………………………………… 11

Statements of Compliance………………………………………………………………... 12

Refer also to the 2012 Quality of Care Report for details of Beechworth Health Service’s commitment to high quality services. Copies can be obtained by phoning Beechworth Health Service, (03)5728 0200.

1 Disclosure Index The Annual Report of the Beechworth Health Service is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of the Department’s compliance with statutory disclosure requirements. LEGISLATION REQUIREMENT PAGE REFERENCE Ministerial Directions Report of Operations Charter and purpose FRD 22C Manner of establishment and the relevant Ministers 75 FRD 22C Objectives, functions, powers and duties 5 FRD 22C Nature and range of services provided 7 Management and structure FRD 22C Organisational structure 8 Financial and other information FRD 10 Disclosure index 2 FRD 11 Disclosure of ex-gratia payments N/A FRD15B Executive officer disclosures 76 FRD 21B Responsible person and executive officer disclosures 75, 76 FRD 22C Application and operation of Freedom of Information Act 1982 12 FRD 22C Application and operation of Whistleblowers Protection Act 2001 12 FRD 22C Compliance with building and maintenance provisions of Building Act 1993 12 FRD 22C Details of consultancies over $10,000 N/A FRD 22C Details of consultancies under $10,000 11 FRD 22C Major changes or factors affecting performance 11 FRD 22C Occupational health and safety 10, 12 FRD 22C Operational and budgetary objectives and performance against objectives 11 FRD 22C Significant changes in financial position during the year 11 FRD 22C Statement of availability of other information N/A FRD 22C Statement on National Competition Policy N/A FRD 22C Subsequent events N/A FRD 22C Summary of the financial results for the year 11 FRD 22C Workforce Data Disclosures including a statement on the application of employment and conduct principles 11 FRD 25 Victorian Industry Participation Policy disclosures 12 SD 4.2(j) Sign-off Requirements (Responsible Bodies Declaration) 4 SD 3.4.13 Attestation on Data Integrity 4 SD 4.5.5 Attestation on Compliance with Australian/New Zealand Risk Management Standard 4 Financial Statements Financial statements required under Part 7 of the FMA SD 4.2(a) Statement of changes in equity 18 SD 4.2(b) Operating Statement 16 SD 4.2(b) Balance Sheet 17 SD 4.2(b) Cash Flow Statement 19 Other requirements under Standing Directions 4.2 SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements 21 SD 4.2(c) Accountable officer’s declaration 13 SD 4.2(c) Compliance with Ministerial Directions 21 SD 4.2(d) Rounding of amounts 37 5 Year Financial Summary 10 Legislation Freedom of Information Act 1982 12 Whistleblowers Protection Act 2001 12 Victorian Industry Participation Policy Act 2003 12 Building Act 1993 12 Financial Management Act 1994 12 Occupational Health & Safety Act 2004 12 2 History

Beechworth Health Service has a long were permanently injured, and for women and tradition of healthcare provision to the people children who were penniless, homeless, or whose of Beechworth and surrounding communities. parents were guests of the State. The service came into being as a result of the In 1935, the name of the Benevolent Asylum amalgamation of two of the oldest hospitals in was changed to Ovens Benevolent Home. In north-eastern Victoria and the inclusion of part February 1973 the name was changed to Ovens of a third hospital, Mayday Hills. Hospital for the Aged and in October 1974 the Initially, the Ovens District Hospital (Ovens name was changed again, this time to Ovens and Goldfields Hospital) was established to meet Murray Hospital for the Aged. the acute health needs of the thriving mining On 17th August, 1992 The Beechworth Hospital town of Beechworth in 1856. Originally was formed as a result of the amalgamation of located in Church Street, it was the only such the Ovens District Hospital and the Ovens and hospital located between Melbourne and Murray Hospital for the Aged. In 1995 the Goulburn, NSW. In 1940 it relocated to the Health Service tendered for and won two current Sydney Road site. Psychiatric Programs from the then closing The establishment of the Ovens Benevolent Mayday Hills Hospital. Asylum on Warner Road was first mooted in Having changed its name again in 2002 to 1861 when, on 22nd July, a public meeting was Beechworth Health Service, the amalgamated held with the object of building a district organisation operated until 2005 on two sites: Benevolent Asylum. extended care on the hill overlooking the The function of this Asylum was to provide township and acute care services at its Sydney accommodation and care for gold miners who Road campus.

OVENS DISTRICT HOSPITAL STAFF - Circa 1905 Back Row L to R: Lyle (Eliza Jane) Wickes, Allan’s Flat; Staff Nurse Annie Murray Boyle, Scotland; Superintendent Hembrow; Staff Nurse Humphrey, Stawell; Probationer Horsefall, Ballarat. Middle Row L to R: Nurse Stewart, Beechworth; Nurse Griffiths, Melbourne; Nurse Brown, Port Melbourne; The Matron Margaret Stewart Russell Winning, Scotland; Nurse Christiansen, Beechworth; Nurse Maude Humphrey, Stawell; Nurse Cameron, Ararat. Front Row L to R: Nurse Alice Donnes, Melbourne; Nurse Catherine Munro, Melbourne. 3

Objectives, Functions, Powers & Duties

Staff becoming an external campus of Albury The Board has asked me Wodonga Health, make great sense and are formally to acknowledge aimed at improving the manner in which these the service provided to services are made available to those in our our residents, clients and community who need them. patients by the staff and The 2012–2015 Strategic Plan, which is now volunteers of termed our “Nature and Directions”, is Beechworth Health underpinned by an annual Corporate Plan. Both Service during the 2011- of these documents are available for viewing on 2012 Financial Year. Our staff and volunteers our web site. are the forces at the front line of Beechworth Health Service who endeavour to ensure that Financials those who need to avail themselves of our We are very, very proud to be able to report services receive quality care. that Beechworth Health Service, with the assistance of valuable sustainability funding I also wish to acknowledge the work done by from the Department of Health together with my colleagues on the Board of Management, exemplary efforts from the Staff of this Health past and present. Without the dedication of this Service, was able to return an operational, very professional group of volunteer workers, financial surplus in the 2011-2012 Financial this health service would, using an old Year. At the same time, Beechworth Health analogy, be like a ship without a rudder. Service expanded and improved clinical services to our community. Further, I wish to thank our Chief Executive who has worked tirelessly on the many tasks The Board is very mindful that the demanded by the Board of Management this sustainability funding so generously provided by financial year. Using the same analogy as used the Department of Health for the 2011-2012 with the Board, without our Chief Executive Financial Year will not be made available for the we would be like a ship without an engine. 2012-2013 Financial Year. The Board has taken this into account during its strategic planning and Strategic Planning has set Beechworth Health Service the As reported last year, Beechworth Health unenviable task of bringing the 2012-2013 Service commenced implementation of the Financial Year in with another operational 2011-2014 Strategic Plan on 1st July 2011. We financial surplus without affecting the services achieved most of the objectives contained in that we provide to our community. that plan that were marked as being deliverable during the 2011-2012 Financial The Future Year. A recent review of this Strategic Plan by The Board is charged with ensuring the the Board and Executive has resulted in the sustainability of Beechworth Health Service and creation of the Beechworth Health Service also ensuring that the clinical services that it 2012–2015 Strategic Plan which will be provides are appropriate for our community. The implemented on 1st July 2012. Board of Management takes this challenge seriously and is working together with the In creating the 2012-2015 Strategic Plan, the Executive Staff to develop a culture of Board and Executive have taken into account innovation at every level within Beechworth the many changes that have occurred to this Health Service which is targeted at delivering Health Service over the past 12 months as well appropriate clinical services to our community in as the major changes anticipated to occur over the current, challenging financial circumstances. the next 12 months. Major shifts in this Health Service’s focus over the next 12 months, such Greg George as Blackwood Cottage and The Willows President managerially leaving Beechworth and BHS Board

5 Our Vision and Strategic Objectives

OUR VISION We exist in a healthy and vibrant community where ndividualsi have the capacity and potential to manage their own health and improve their physical, mental and social wellbeing. We are fully integrated with our community and together we plan for and respond to changing health needs through the provision of high quality and efficient health services. At Beechworth Health Service we behave in a way that: • is respectful and reflects equality • encourages participation by all • enhances quality of life • promotes flexibility, acceptance and innovation • adapts to the changing needs and expectations of our clients and the community • meets the highest standards of quality and safety. Beechworth Health Service is intrinsic to the fabric of the community. We exist, as the local component of a larger health system, so that people have access to services that support/encourage/enable them to lead a healthy quality lifestyle. We are in the business of providing Acute Care, Aged Care, Sub-acute Care, Mental Health Services, Primary Health Services, Community Health Promotion and Visiting Specialist Services. Our core competence is to provide a range of services to fill current and emerging community health needs. In collaboration with service partners and the community, we will be constantly looking for innovative ways to improve the health services we provide. OUR STRATEGIC OBJECTIVES ACCESS ‘I know I can get the health services I EXCELLENCE ‘I am involved and informed along need’ my health journey’ • Timely and responsive: BHS is responsive in • Promoting Independence: Empower people to be meeting people’s health needs in acceptable aware of how best to maintain optimal health and timeframes. quality of life by involving them in decisions about • Diversity: All people have access to services that services and treatment. are sensitive to individual diversity. • Coordinated Care: Services are planned, • Confidence: People have the confidence that implemented and reviewed by a cohesive workforce there is access to health related service when that works in partnership whilst respecting needed and the knowledge of how to access these confidentiality. services. • Seamless: People transition seamlessly from one • Barrier Free: BHS provides a venue that enables service to another in the health system. all people to access quality health care services. • Best Practice: Foster and encourage a culture of innovation, evaluation and research.

COLLABORATIVE ‘Beechworth Health SUSTAINABLE ‘I know they will be there’ Service is involved in my community’ • Culture: BHS is an employer of choice supported by • Partnerships: Strategic relationships with key a system that values and enhances a competent and service partners support a continuous health developing workforce with a focus on staff journey. development. • Engagement: People and the community • Accountable: Responsible and strategic financial and inform BHS operations, planning and operational leadership encourages transparency, innovation. accountability, efficiency and supports effective • Integrity: BHS is a trusted and reliable partner. service provision. We stand by what we say and do. • Innovation: Continual review of current practice and • Informative: Enhance individual, partners and the pursuit of innovative ways to enhance service the communities understanding of BHS. delivery are encouraged. • Outcome Focused: Decision making and actions focus on resolution and effective outcomes.

6 Quality, Risk & Governance Committee

Dr. G.J. Saliba (Chair) Mr. G.H. George Mr. W.S. Gwosdz Mr. G.B. Pinkerton Community Representative - Mr. J.B. Bolan

Departments

Cameron Butler, Chief Executive Robert Ashwell, Chief Accountant Wayne Hurley, Quality & Risk Manager David Kidd, Primary Health Manager Margaret Turner, Director of Nursing (to October 2011 Lisa Pryor, Director of Nursing (from October 2011) Mark Weston, Services Manager - Food Services, Cleaning, Environment, Engineering, Grounds, Laundry Colleen Sinclair, Program Manager, Blackwood Cottage and The Willows Nathan Willoughby, Program Manager, The Acacias (to February 2012) Suzanne Green, Acting Program Manager, The Acacias (from February 2012) Joyce Wilkinson, Program Manager, Stringybark Lodge Linda Earl, Manager, Acute Services

Nature and Range of Services Provided

Beechworth Health Service is a public funded health service with its principal location in Beechworth that serves the eastern aspect of Indigo Shire, including the communities of Beechworth, Stanley, Wooragee, Yackandandah, Tangambalanga and Kiewa Valley.

The following services are provided:

Acute: 13 beds (inclusive of 1 urgent treatment room trolley and 3 Transition CareBeds)

Residential Aged Care: 75 beds comprised of 30 high care, 30 low care (including 1 respite bed) and 15 older persons’ mental health beds

Mental Health: 18 beds with the emphasis on community care, rehabilitation and recovery

Primary Care: Physiotherapy, occupational therapy, podiatry, dietetics, diabetes education, intake, assessment and care coordination, health promotion, chronic disease management, home based nursing, planned activity groups and volunteer coordination

7 Organisational Structure

BOARD OF MANAGEMENT

Greg Will Greg Graeme Gabrielle Gary Katie George Gwosdz Pinkerton Pool Prior Saliba Warner President

Chief Executive Chief Executive

Director of Chief Quality & Services Primary Health Director of Nursing Accountant Risk Manager Manager Manager Medical Services

Accounts Low Care Food Health (including O H & S Services Promotion Acute book keeper)

High Care

Payroll Human Community Domiciliary Environ- Resources Health Nursing mental

ACFI & Waiting Grounds & Reception/ Staff Allied Mental List Man- Patient Fees Maintenance Health Development Health agement

Information Stores Laundry Volunteers Medical Asst. Technology Records Directors of

Nursing

Planned Activity Groups

8 Risk Management & Sustainability

Risk Management Environmental Sustainability

Implementation of an effective risk During the 2011-2012 financial year BHS management system is a necessity for launched a two-year environmental Beechworth Health Service (BHS) and assists in sustainability action plan, which included the the organization achieving its strategic and following strategies: Reduction of our carbon operational objectives. Risk management at output attributable to vehicle use; policy BHS is undertaken in accordance with the development aimed at reducing consumption International Standard of Risk Management of electricity; installation of a solar system to (AS/NZS ISO31000:2009 Risk Management – augment production of hot water; data Principles and Guidelines). collection measures that facilitate development of environmentally sound practices; and an Risk management considerations are education/promotion strategy to raise the level incorporated into all decisions made; from the of awareness in sustainable practices amongst formulation of strategic directions and BHS’ employees. opportunities through to clinical and operational In the upcoming year BHS hopes to incorporate decisions made in the workplace. the following measures to further reduce energy consumption, reduce carbon output, and lesson In 2011/12 we: the volume of our landfill waste: • Implemented a Quality, Risk and • Install independent metering devices at all of Governance committee of the Board that our electrical distribution points. included a community representative, to • Actively pursue transition to use of monitor and oversee risk management biodegradable continence aids. systems within BHS. This saw the • Develop a transition plan to move from integration of financial and clinical reliance upon conventional lighting systems governance matters. to installation of high-efficiency LED • Reviewed and established a strategic risk technology. register in accordance with our strategic • Actively maintain room temperature goals. according to set points prescribed in our • Reviewed and acted upon operational risk Resource Conservation Policy. matters at the departmental level.

We are now well placed to build upon our LPG Usage Total Usage achievements to date. The expansion of (ltrs) Riskman.net will allow us to identify and analyze risks in a more proactive way. We will review our current internal audit processes to 200,000 align them with identified risks and ensure 100,000 LPG Usag e business continuity in times of emergency 0 Total Usage (ltrs) through the review and evaluation of existing emergency plans into a business continuity plan consistent with the Victorian Managed Insurance Authority’s Business Continuity Electricity Usage Total Usage Guide July 2010. (kWh)

Finally, risk reporting is and will continue to 1,200,000 be undertaken in a consistent and transparent 1,150,000 1,100,000 Electricity Usage manner to the public by way of open disclosure 1,050,000 and a commitment to consumer and community 1,000,000 Total Usage (kWh) engagement.

9 Service Performance

Occupancy 2011-2012 2010-2011 2009-2010 2008-2009 2007-2008 Acute 58.93% 56.24% 50.40% 45.15% 57.63% Blackwood Cottage 93.60% 92.80% 96.90% 97.80% 97.00% The Acacias 99.20% 99.30% 99.40% 99.40% 99.50% Stringybark Lodge 98.10% 92.40% 97.80% 97.30% 99.70% The Willows 79.80% 91.70% 97.10% 94.60% 95.80%

Primary Health 2011-2012 2010-2011 2009-2010 2008-2009 2007-2008 Hours of Service Physiotherapy 1,035 1,559 1,821 996 1,312 Dietetics 947 971 709 674 737 Occupational Therapy 178 158 251 312 395 Podiatry 504 535 794 742 652 Community Nursing 622 792 644 675 733

Planned Activity Groups High 13,406 13,414 12,370 13,899 16,671 Core 9,195 9,273 10,383 6,746 6,653 District Nursing 2,463 3,044 3,362 2,961 3,126

WorkCover Report 08/09, 09/10, 10/11 & 11/12

6 5

4 2008-09 3 2 1 2009-10 WorkCover lost time injuries time lost WorkCover 0

Acute 2010-11 Services TheWillows The Acacias The Connect. Adminstration Connect. Connect. Beechworth Club Club Beechworth Stringybark Lodge Stringybark Blackwood Cottage Blackwood Yackandandah Club Club Yackandandah 2011-12 Tangambalanga Club Club Tangambalanga Comm. & Allied Health Allied & Comm.

10 Financials in Brief

Workforce Statistics June June

Labour Category Current Month FTE YTD FTE

2012 2011 2012 2011 Nursing 92.0 94.7 92.8 94.9 Administration and Clerical 15.3 15.3 14.9 17.3 Hotel and Allied Services 37.4 37.3 37.1 36.2 Medical Officers 0.1 0.1 0.1 0.1 Ancillary Support 12.9 12.8 12.6 12.3 157.7 160.2 157.4 160.9

Financial 2012 2011 2010 2009 2008 $000s $000s $000s $000s $000s Total Revenue 16,113 15,540 15,444 14,538 13,844

Total Expenses (16,875) (18,617) (17,312) (15,500) (14,691) Net Result for the Year (inc. Capital & Specific Items) (762) (3,077) (1,868) (962) (847)

Retained Surplus/(Accumulated Deficit) 2,505 3,267 5,322 7,189 8,151 Total Assets 27,860 26,949 30,090 31,827 22,339 Total Liabilities 7,858 6,184 6,249 6,119 4,695 Net Assets 20,002 20,764 23,841 25,709 17,644 Total Equity 20,002 20,764 23,841 25,709 17,644 Beechworth Health Service budgeted for an operating deficit of $38k for the year. The final operating result of $274k surplus was aided by a $400k sustainability grant. Details of Individual Consultancies Total Expenditure Future approved 2011-12 expenditure project fee (excluding (excluding Consultant Purpose of Consultancy Start End date (excluding GST) GST) date GST) Provider Assist Review aged care Jan-12 Feb-12 42,049 42,049 0 assessments RSM Bird Business Performance Mar-12 Aug-12 60,000 49,000 11,000 Cameron Improvement Project In 2011-12 Beechworth Health Service engaged 7 consultancies where the total fees payable to the consultants were less than $10,000, with a total expenditure of $7,814 (excl. GST). WIES 2011-2012 2010-2011 2009-2010 2008-2009 2007-2008 WIES Public 220.07 278.48 216.45 219.59 332.34 WIES Private 46.15 41.27 75.86 33.98 21.15 WIES DVA 44.12 28.78 28.00 31.11 42.00 WIES TAC 0.85 0.00 0.00 0.00 0.00 WIES TOTAL 311.19 348.53 320.31 284.68 395.49 WIES Target 276.00 276.00 276.00 276.00 276.00 % Performance to Target 113% 126% 116% 103% 143% Cash Management/Liquidity 2011-2012 Creditor (days) 29 Debtors (patient fees) (days) 39 11 Statements of Compliance

FREEDOM OF INFORMATION HEALTH PURCHASING VICTORIA (HPV) PURCHASING In accordance with the Freedom of Information POLICY Act 1982, this institution has appointed the Chief Executive as the Freedom of Information Beechworth Health Service is compliant with Officer and requests for information are the HPV Purchasing Policy. processed in accordance with the Legislation.

Two Freedom of Information (FOI) requests were received by the Beechworth Health Service during 2011-2012. VICTORIAN INDUSTRY

PARTICIPATION POLICY ACT 2003 BUILDING ACT 1993 Beechworth Health Service has no items Beechworth Health Service complies with the relevant to the Act. provisions of the Building Act 1993 in accordance with DHS Capital Development

Guidelines (Minister for Finance Guideline Building Act 1993/Standards for Publicly STATEMENT OF FEES AND Owned Buildings 1994/Building (Interim) CHARGING RATES Regulations 2005 and Building Code of Australia 2004). Beechworth Health Service The Health Service charges fees in accordance has not undertaken any new building works in with the Department of Human Community 2011-2012. Services Victoria directives issued under Regulation 8 of the Hospital and Charities (Fees) Regulations 1986 as amended.

WHISTLEBLOWERS PROTECTION ACT 2001 In accordance with the Whistleblowers Act OCCUPATIONAL HEALTH & 2001, this institution has appointed the SAFETY ACT 2004 Complaints Liaison Officer as the Protected Disclosure Officer and the Chief Executive as Beechworth Health Service complies with the the Protected Disclosure Coordinator. Nil Occupational Health & Safety Act 2004. The disclosures have been received by these organisation monitors its compliance through officers during 2011-2012. an Occupational Health and Safety Committee which reports to the Board of Management and the Quality, Risk & Governance Committee. All staff injuries and hazards in the workplace are reported and followed up via the ‘Riskman’ FINANCIAL MANAGEMENT ACT incident management system. We support our 1994 staff both in the provision of training to reduce See Page 13 of the Beechworth Health Service risk of injury and, if an injury does occur, a 2011-2012 Financial Report. comprehensive return to work program.

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